Project Governance Framework

UN

IVERSITY OPERATION

S

PR

OJE

CT M A NAG E ME

NT

1

Version Date Revision Details Author Endorsed Approved

0.1 13th Nov. 2015

Draft for Peer Review S.Willis

0.2 13th Jan 2015

Peer Review Feedback Edits – all sections S.Willis

0.3 16th June 2016

Updated to reflect revised Council Sub-Committee Terms of Reference

S.Willis

0.4 12th July 2016

Updated reporting requirements to VCAG and CDC

S.Willis

0.5.1 2nd August 2016

Inclusion of Executive Summary S.Willis VCAG 8/8/16

0.5.2 25th October 2016

Inclusion of student engagement requirements and amended figures.

S.Willis

1.0 8th Nov. 2016

Figure 18.2 updated to reflect requirement to escalate safety issues to Council, directly from the Ethics and Safety Compliance Committee

S.Willis CDC 27/10/16

Council 8/11/16

2.0 Major revision to restructure of Operations to incorporate new roles including Director of Risk, Campus Development, and UOPMO.

THS

2.1 Revisions requested by VCAG 11 December 2017

THS

3.0 8th May 2020

Major revision to incorporate changes to project processes and practices as well as suitability to IT projects. Achieving Compliance section added

Sara Kidd / Andy Jenkins

3.1 22nd May 2020

Peer Review Feedback Edits – all sections Andy Jenkins

2

Table of Contents Summary ...................................................................................................................................................... 4

Scope ............................................................................................................................................................ 4

Scope Exclusions ........................................................................................................................................ 5

Compliance .................................................................................................................................................. 5

Strategic Intervention and Termination ................................................................................................ 5

PART A: GOVERNANCE AT THE UNIVERSITY OF OTAGO ...................................................................... 6

Our Vision ................................................................................................................................................. 6

Our Mission .............................................................................................................................................. 6

Strategic Documents ............................................................................................................................... 6

Organisational (University) Governance .............................................................................................. 6

Otago’s Governance Structure ............................................................................................................... 7

The University Council ........................................................................................................................ 8

Capital Development Committee (CDC) ........................................................................................... 8

Health and Safety and Ethics Compliance Committee ................................................................... 8

Audit and Risk Committee .................................................................................................................. 8

Finance and Budget Committee ........................................................................................................ 9

Otago’s Organisational Structure .......................................................................................................... 9

Vice-Chancellor (VC) and Vice-Chancellor’s Advisory Group (VCAG) ............................................. 9

Chief Operating Officer (COO) ........................................................................................................... 9

Chief Financial Officer (CFO) ............................................................................................................. 10

Advisory Committees to the VC ........................................................................................................... 10

IT Governance Board......................................................................................................................... 10

Asset Management Committee ....................................................................................................... 10

University Policies .................................................................................................................................. 11

Financial Delegations Policy and Procedures ................................................................................ 11

Procurement Policy ........................................................................................................................... 11

Risk Management .............................................................................................................................. 12

Health, Safety and Compliance Policy ............................................................................................. 13

PART B: GOVERNANCE OF PROJECT MANGEMENT ............................................................................. 14

Why is Project Governance Important? .............................................................................................. 14

Governance with “Teeth” ...................................................................................................................... 14

Otago’s Project Governance Principles ............................................................................................... 15

PART C: PORTFOLIO GOVERNANCE ....................................................................................................... 18

Otago’s Portfolio Governance Structure ............................................................................................ 19

Portfolio Monitoring and Reporting .................................................................................................... 19

3

Portfolio Monitoring .......................................................................................................................... 20

Portfolio Reporting ............................................................................................................................ 22

PART D: PROJECT AND PROGRAMME GOVERNANCE ......................................................................... 23

Categorising a Project ........................................................................................................................... 23

Project Initiation..................................................................................................................................... 24

Committee Roles and Responsibilities ............................................................................................... 24

Individual Roles and Responsibilities .................................................................................................. 24

Project and Programme Governance Structures .............................................................................. 24

Campus Development Specific Project Governance Structures ..................................................... 26

Standard CD Governance Structure ................................................................................................ 26

Complex CD Governance Structure ................................................................................................ 27

Project Stakeholders ............................................................................................................................. 27

Project Documentation and Reporting ............................................................................................... 28

Project Management Tools / Systems ............................................................................................ 28

Required Project Record Keeping .................................................................................................... 29

Health and Safety Reporting ............................................................................................................ 30

Conflict of Interest Reporting ........................................................................................................... 30

PART E: ACHIEVING COMPLIANCE ......................................................................................................... 31

P3M3 Maturity Assessment ................................................................................................................. 31

Supporting Staff to Comply .................................................................................................................. 31

Staff Capability ....................................................................................................................................... 33

Approach to Building Capability ...................................................................................................... 33

The University Suite of Project Management Learning and Support ......................................... 34

GLOSSARY OF TERMS ............................................................................................................................... 35

APPENDIX A - CAUSES AND CONSEQUENCES OF PROJECT GOVERNANCE FAILURE ..................... 38

APPENDIX B - PORTFOLIO GOVERNANCE BOARD DESCRIPTIONS ................................................... 39

APPENDIX C - STUDENTS’ ASSOCIATIONS ............................................................................................ 40

4

Summary This document has been prepared by the University of Otago (The University) and outlines the Governance framework and structures for project governance at the University. The intended audiences for this document are: members of governance committees, Project Sponsors, Project or Programme Managers, and those who are involved in University project work.

The purpose of this framework is to: provide coherence between corporate governance and project governance, provide a guide for those involved in projects, and to ensure that project roles and responsibilities are well understood.

This is a reference text, designed to be consulted when appropriate. It is not meant to be read in a linear fashion. It is one of five project related frameworks that support quality project management across the University.

The University of Otago Project Management Office (UOPMO) is always available to assist you in using this Governance Framework. The UOPMO OURDrive site supplements this document with the most up-to-date version of any tools and templates as well as helpful tools.

Scope This document focuses on the Governance of University’s Projects, Programmes and Portfolios.

Project A temporary organisation that is created for the purpose of delivering one or more outputs according to a specified business case.

A Project is temporary; in that it has a defined beginning and end in time, and therefore defined Scope and resources.

A Project is unique; in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal.

A Project Team often includes people who don’t usually work together.

Programme A temporary flexible organisation structure create to coordinate, direct and oversea the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to an organisation’s strategic objectives.

A programme is likely to have a life that spans several years, and is managed in a coordinated way, to obtain benefits and control not otherwise available from managing projects individually.

Portfolio The totality of an organisation’s investment (or segment thereof) in the changes required to achieve its strategic objectives.

The framework applies to all types of projects, including but not limited to construction, technology, or other business change. This document will clearly note where elements of the framework are specific to one type of project, e.g. construction or ICT. Where there is no specific exclusion, the framework applies to all types of projects.

All University ICT and construction projects are required to adhere to this framework.

5

Scope Exclusions Academic research projects are excluded from the scope of the Project Governance Framework, although many of these tools will be useful to researchers undertaking projects.

University staff often conduct ‘project-like work’, e.g., a periodic review process that is conducted on a regular basis, or regularly updating a system each month with a standard release package. In these instances, while project management tools and techniques may well be helpful to this work, full compliance with the framework is not mandatory, and the work will not be monitored by the UOPMO.

This Governance Framework:

• is not a detailed project management methodology. • does not seek to duplicate or replace existing standards of corporate governance. • does not provide guidance for non-project (operational) areas of business.

Compliance Project Sponsors, Project Managers and members of Project Steering Committees hold primary responsibility for compliance to this framework.

Directors within the University are responsible for ensuring that their Division’s projects comply with this framework.

The general principle is for staff involved with projects to be self-auditors of their compliance with the framework. Projects are always however, subject to internal or external audits as part of the University audit process.

Strategic Intervention and Termination Often, when a project is under stress, early and decisive intervention will result in the best outcome for the University.

Alongside UOPMO, the Project Steering Committee (PSC) is responsible for identifying the need for remedial actions and/or strategic intervention, and for termination where appropriate. The PSC is responsible for escalating the need to the IT Governance Board, Capital Development Committee (CDC) or University Council as appropriate, and on a timely basis.

Individuals or groups who have issues/concerns about a project should raise these concerns with the Project Manager or to the Project Sponsor. It is expected that most project issues will be resolved by the Project Managers and the PSC. However, where necessary, issues can be escalated through Executive Leadership paths e.g. COO, VCAG, and/or to Portfolio Governance for resolution.

The University of Otago Project Management Office (UOPMO) provides a point of escalation for any individuals or groups who have a project-related concern which they would like to discuss, and are not sure of the appropriate escalation path.

6

PART A: GOVERNANCE AT THE UNIVERSITY OF OTAGO

Our Vision A research-led University with an international reputation for excellence.

He Whare Wānanga aronui ana ki te rangahau, e rongonui ana i ngā tōpito o te ao i āna tutukinga ikeike.

Our Mission The University of Otago will create, advance, preserve, promote and apply knowledge, critical thinking and intellectual independence to enhance the understanding, development and well-being of individuals, society and the environment. It will achieve these goals by building on foundations of broad research and teaching capabilities, unique campus learning environments, its nationwide presence and mana, and international links.

Ko tā Te Whare Wānanga o Otāgo he whakawhanake, he pupuri, he whakatairanga hoki i te mātauranga, i te ihomatua tātari kaupapa, i te whakaaroaro motuhake o te tangata, kia hāpai ai te mōhio, te mārama, te hiatotanga, otirā, te oranga o te tangata, o te iwi hoki. Mā te rangahau me te tika mārika o te whakaako, mā te whai wānanga ahurei, mā te whakaū ki tōna mana, me ōna toronga puta noa i te motu, i te ao hoki ēnei whāinga e tutuki.

Strategic Documents The University’s main strategic guiding documents that relate to projects are:

Strategic Direction to 2020. Capital Expenditure Plan.

Organisational (University) Governance Effective governance of project management ensures that the organisation’s Project Portfolio remains aligned to organisational objectives, and is delivered efficiently and effectively, in a sustainable manner.

Corporate Governance is the system of rules and practices which dictates how organisations are directed and controlled.

Project Governance focuses more specifically on project activities.

Organisational or Corporate Governance is the ‘ongoing activity of maintaining a sound system of internal control by which the directors and officers of an organisation ensure that effective management systems, including financial monitoring and control systems, have been put in place to protect assets, earning capacity and the reputation of the organisation’ (TSO, 2009).

7

The boundary between governance and management is not always hard and fast, however organisational management primarily concerns the day-to-day operations of the organisation within the context of the strategies, policies, processes and procedures that have been established by the governing body.

Otago’s Governance Structure

University Council

Appeals Board

Audit and Risk

Committee

Capital Development

Committee

Finance and Budget

Committee

Health & Safety and

Ethics Compliance Committee

Standing Committee

of the Council

Treaty of Waitangi

CommitteeSenate

Honorary Degrees

Committee

Animal Ethics Committee

Hazardous Substances and

Radiation Committee

Health and Safety Committee

Institutional Biological Safety

Committee

University of Otago Human Ethics

Committee

8

The University Council The University Council is the governing body of the University. The University Council is chaired by the Chancellor, and comprises elected, appointed and co-opted members representing key Stakeholders, including students and staff.

The functions, duties and powers of the Council are prescribed in the Education Act 1989, sections 180, 181 and 193. The functions which have the strongest implications for project governance include:

To prepare and submit a proposed plan and to ensure that the institution is managed in accordance with that plan.

To determine the policies of the institution in relation to the management of its affairs. To undertake planning relating to the institution’s long-term strategic direction. To ensure that the University operates in a financially responsible manner that ensures

the efficient use of resources and maintains the University’s long-term viability.

Specific committees report directly to Council on matters including financial management and performance, audit and risk, capital development, ethics and safety compliance.

The University Council has a Treaty of Waitangi committee with equal membership from Ngāi Tahu, and the University may from time to time establish special working parties to examine particular issues.

The following Council Committees undertake key roles in the project governance framework:

Capital Development Committee (CDC) The Capital Development Committee (CDC) advises the Council on the physical design, development and maintenance of the University. It advises on capital building projects, IT projects and the acquisition or disposal of any property over $2.5 million. It receives progress reports on approved projects that are above this financial threshold.

Health and Safety and Ethics Compliance Committee The Health and Safety and Ethics Compliance Committee reviews and makes recommendations to the University Council on all matters relating to Health and Safety and ethical approvals. They ensure the Council is kept up-to-date with Health and Safety matters, understand operational hazards and risks, and are satisfied that there are appropriate resources and processes to manage Health and Safety risks, and to comply with its duties and obligations.

Health and Safety must be a key focus in all project activities.

Audit and Risk Committee The Audit and Risk Committee monitors the University’s internal control systems and risk management processes. The Audit and Risk Committee steward the University’s Risk Management Framework. It reviews policies related to audit and risk management, monitors compliance with the University’s Fraud Policy and promotes a culture of compliance.

9

Finance and Budget Committee The Finance and Budget Committee monitors the financial position and performance of the University and makes recommendations to the Council on the University’s financial policy, strategy and planning. It considers projects’ financial sustainability in the context of the University’s annual and projected budgets.

Otago’s Organisational Structure

Vice- Chancellor

Deputy Vice-Chancellor

(Research & Enterprise)

Deputy Vice-Chancellor (External

Engagement)

Chief Operating Officer

Pro-Vice-Chancellor

(Dean, School of Business)

Pro-Vice-Chancellor, Humanities

Pro-Vice-Chancellor,

Health Sciences and Dean, Faculty of Medicine

Deputy Vice-Chancellor (Academic)

Pro-Vide-Chancellor,

Sciences

Director Māori Development

Chief Financial Officer

Director Human Resources

Registrar and Secretary to the

Council

Director Strategy, Analytics and

Reporting

Vice-Chancellor (VC) and Vice-Chancellor’s Advisory Group (VCAG) The Vice-Chancellor is appointed by the University Council and is the Chief Executive and employer of all other staff. The Vice-Chancellor is the academic and administrative head of the University.

The Vice-Chancellor chairs the Vice-Chancellor's Advisory Group (VCAG) which comprises the University’s Senior Management Team. VCAG meets twice monthly to consider strategy, policy, current projects and issues.

VCAG review and approve all project Business Cases valued >$250,000.00.

Chief Operating Officer (COO) The Chief Operating Officer (COO) reports directly to the Vice-Chancellor. The COO provides strategic leadership, and planning and management across the University’s operational functions and capital developments.

The COO leads a team of senior managers responsible for sustainability, risk management, compliance and assurance, project management, campus development, property services, information technology, health and safety compliance, shared services, campus and collegiate life, and student services.

The majority of projects within the Operations Division will be managed by the Divisions of Campus Development, Information Technology Services (ITS) and Property Services.

The COO, in conjunction with the CFO, review all Business Cases >$250,000 before submission to higher governance bodies. The role has authority to approve all Business Cases valued <$250,000.00

10

Chief Financial Officer (CFO) Reporting to the Vice-Chancellor, the Chief Financial Officer (CFO) is responsible for the Financial Services Division for the University. This division includes Financial Accounting, Strategic Accounting, and Procurement.

With respect to governance and management of projects, the Financial Services Division provides assistance and guidance with respect to financial matters associated with budgeting, project accounting, and financial review of project proposals.

Advisory Committees to the VC

Vice- Chancellor

Asset Management

Committee

Central Proposal

Committee

Equipment Advisory

Committee

Ethical Behaviour Advisory

Committee

Equity Advisory Committee

Healthy University Advisory

Committee

IT Governance Board

Artwork Collections Committee

Shared Services Board

Staffing Advisory Group

University Safety Advisory

Committee

Vice-Chancellor’s

Advisory Group

Web Advisory Committee

IT Governance Board The IT Governance Board provides high-level governance and oversight of IT activities at the University with the aim of ensuring that IT activities are successful in supporting the strategy and goals of the University. It formally approves the process used to prioritise IT projects, including the process for fast tracking IT projects where necessary as well as formally reviewing and approving the prioritised IT projects list. It can agree amendments to the prioritised IT projects list to reflect changing strategic priorities. The IT Governance Board will also have oversight of the benefits realisation associated with IT investment. The IT Governance Board reports to the Vice-Chancellor through the Vice-Chancellor’s Advisory Group (VCAG).

Asset Management Committee The scope of the Asset Management Committee extends to all asset classes at al University campuses, as well as all space owned or leased by the University. It provides corporate oversight of management of University's assets to ensure the capability and financial sustainability of the University through stewardship of its assets. This includes management of risks relating to asset management as well as advising on the initiation and briefing of major capital projects. The Asset Management Committee reports to the Vice-Chancellor through the Vice-Chancellor’s Advisory Group (VCAG).

11

University Policies The following University policies are relevant in the context of this Framework:

Financial Delegations Policy and Procedures The University’s Financial Delegations Policy and Procedures outlines who in the University has appropriate financial authority to expend approved budgets. Please view the Financial Delegations Policy on the University website here.

The executive approval process through VCAG, CDC and University Council (detailed in the Project Approvals Procedure here) provides a standing process for strategic assessment, business case and financial change request approval. For initiatives falling within the scope of this Procedure:

all projects / programmes likely to cost between $250k and $2.5m will require the Vice-Chancellor’s approval;

all capital projects / programmes likely to cost over $2.5m will require Capital Development Committee endorsement;

all projects / programmes likely to cost over $2.5m will require the Vice-Chancellor’s and Council’s approval.

Procurement Policy The University’s Procurement Policy ensures the University obtains, where possible, the best value for its expenditure in a sustainable, fair and transparent manner. Please review the University’s Procurement Procedure here. Of particular note for projects is:

Purchase of goods and services

Any purchase with a value of $75,000 or more for which only one quote is available, or where a formal tender process is considered inappropriate, must be supported by a relevant documentation which provides a justification as to the purchase method requested. This alternative purchase process must be endorsed by the Financial Services Division (Finance Advisory) and approved by the relevant purchasing authority (as per the Financial Delegations Policy) prior to purchase. Higher-value purchases (in excess of $1million) should be notified to FSD for the purposes of cash flow planning. This advice should include the contracted payments schedule and anticipated invoice payment dates.

All University tenders should be coordinated through the University Procurement Office.

Procurement conflicts of interest

A conflict of interest is where a person’s independence, objectivity or impartiality can be called into question. University staff members must recognise, avoid, disclose and manage any procurement conflict of interest they may have. All procurement conflicts of interest shall be to the University Procurement Manager for recording. Significant conflicts of interest will be referred to the CFO and COO.

12

Risk Management In pursuing its vision, mission and strategic objectives the University will accept a level of risk proportionate to the expected benefits to be gained from a project and its impact or likelihood of damage. The University's approach to risk management, the risk management process, and risk reporting procedures are detailed further in its Risk Management Framework here.

Risks raised throughout the project are recorded in project registers within Sentient – the University’s Portfolio Management software. Risks considered High or Very High, as per the below schedule, must be escalated to Project Steering Committees. UOPMO coordinates risk reporting at the portfolio level, escalating risks to Programme Directors, Portfolio Governance and Executive leadership, where applicable.

Overall Risk

Likelihood Impact Project Management

Very High (15-25)

(5) Almost Certain

(5) Very Serious

Detrimental impact on operations or major projects:

• Capital Cost Impact – specific to project • Recurrent cost impact exceeds $5million • 3 month slippage • Catastrophic impacts on project

objectives, identified benefits or deliverables

• Multiple irreversible injuries / illness or multiple fatalities

High (10-14)

(4) Probably (4) Serious Major impact on operations or major projects: • 1 Capital Cost Impact – specific to project • Recurrent cost impact exceeds $1.5

million • 2 month slippage • Significant impacts on project objectives,

identified benefits or deliverables • Irreversible injuries / illness or multiple

fatalities Medium (5-9)

(3) Likely (3) Moderate Moderate impact on operations or major projects: • 1 Capital Cost Impact – specific to project • Recurrent cost impact exceeds $75,000 • 2 weeks slippage • Small impact on project objectives,

identified benefits or deliverables • Serious injury / illness – lost time of more

than four days. Low (1-4)

(2) Unlikely (2) Minor Minor impact on operations or major projects: • 1 Capital Cost Impact – specific to project • Recurrent cost impact exceeds $300,000 • 1 month slippage • Some impact on project objectives,

identified benefits or deliverables • Injury / illness – lost time of more than

four days. (1) Rare (1) Negligible • Capital cost impact – specific to project

• Recurrent cost impact less than $75,000

13

Health, Safety and Compliance Policy The University’s position is that the health and safety of staff and students is of prime importance. It’s the University's intention to not only meet its legislative requirements, but to strive for excellence in health and safety management and to be a national leader within the tertiary sector. Any project risks that threaten the health and safety of staff, students or visitors must be reported to the Health, Safety and Compliance Committee. Please review the University’s Health and Safety Framework here.

14

PART B: GOVERNANCE OF PROJECT MANGEMENT

Project Governance is how the organisation directs and controls its Projects. A key objective of project governance is to efficiently, effectively and transparently, make decisions. Project Governance includes but is not limited to, those areas of Corporate Governance that are specifically related to project activities.

A Project Governance Framework (i.e. this document), sets a firm framework which guides project success, creates transparency and confidence in decision making and clarity on roles and responsibility.

Why is Project Governance Important? Project governance provides projects and the project management staff with sufficient structure, processes, decision-making activities, and tools so that projects are managed with the right level of control. In its essence, project governance is all about creating efficient and effective decision-making processes. An effective project governance process sits behind most successful projects.

A summary of the causes and consequences of project governance failure can be found in Appendix A.

Governance with “Teeth” The challenge facing executive leadership seeking to implement change within an organisation is to manage that change outside of the existing procedures and norms of business as usual. Projects and project management help organisations to do precisely that. Projects, programmes and portfolios are a vehicle for driving change. As such project governance is the structured system of rules and processes that you use to administer change, and provides the organisation with a decision-making framework to ensure accountability and alignment between the project teams, executives, and the rest of the organisation.

In order for any 3PM (project, programme and portfolio management) practice, process and methodology to be effectively adopted across an organisation, executive leadership needs to be driving this change and regard 3PM as the vehicle for executing their strategy. They ultimately set the actual and expected standards (irrespective of assurance standards applied by a Portfolio, Programme and Project Office) around investment approval, effective programme and project delivery and accountability for benefits realisation. This then translates into governance “with teeth”, i.e. real and objective decision making at the organisational governance level, evidenced by (for example):

(robust) business cases not being approved; a high degree of objectivity around project prioritisation and minimal number of “forced”

projects in the portfolio; business cases being reviewed for viability and validity across the entire life-cycle of the

projects with associated appropriate decision making; underperforming projects receiving effective interventions and / or being stopped; individuals and teams being held accountable for benefits realisation.

15

Otago’s Project Governance Principles There are six principles of project governance that apply to all projects at the University of Otago.

1. The project is aligned with OU’s Organisational Governance; 2. The project is justified; 3. The project has clear roles, responsibilities and relationships among project

stakeholders; 4. The project adheres to OU’s 3PM methodology; 5. The project disseminates information and communicates transparently with its

stakeholders; 6. The project proactively identifies and resolves issues.

The University of Otago aims to align its project governance activities with the Association of Project Management’s (APM) Governance of Project Management (GoPM) Principles. These are taken from Directing Change: A Guide to Governance of Project Management, APM Governance SIG, Association of Project Management (2004).

APM’s (GoPM) Principle How this Project Governance Framework addresses this principle The Board has overall responsibility for governance of project management.

The Vice Chancellor Advisory Group (VCAG) have overall responsibility for the governance of project management at Otago University.

The COO is responsible for ensuring University stakeholders comply with this framework.

Roles, responsibilities, and performance criteria for the governance of project management are clearly defined.

Compliance with this project governance framework is the responsibility of the COO.

The UOPMO is responsible for measuring and delivering approaches to encourage project governance compliance across the University.

Disciplined governance arrangements, supported by appropriate methods and controls, are applied throughout the project lifecycle. Every project has a Sponsor.

The University applies a stage gated 3PM Methodology to all University projects.

Project standards and controls (scaled as appropriate) are consistently applied across all projects.

A Project Sponsor is appointed to every project. The Sponsor or Executive Sponsor must be a member of VCAG.

A coherent and supportive relationship is demonstrated between the overall business strategy and the University’s project portfolio.

Portfolio management and governance functions, through robust portfolio definition and delivery cycling, ensure the prioritisation of the collection of projects which will deliver the greatest contribution to strategic objectives, subject to consideration of risk, achievability and resource constraints (including cost / affordability).

The UOPMO Benefits Realisation Management Framework guides the identifying, planning, measuring and tracking of benefits to ensure alignment to the overall University strategy.

All projects have an approved plan containing key points at which the Business Case is reviewed and approved. Decisions made at these points are recorded and communicated.

The project’s Business Case is formally reviewed and approved at the end of the Evaluate Stage. These are approvals are communicated to Key Stakeholders and recorded in Sentient – the University’s portfolio management tool.

The University applies a stage gated 3PM Methodology to all University projects. Alignment to and progress against the business case is (part of) the focus of all stage gates post Evaluate Stage.

16

APM’s (GoPM) Principle How this Project Governance Framework addresses this principle Members of project decision-making bodies have sufficient representation, competence, authority and resources to enable them to make appropriate decisions.

The University provides guidance on appropriate appointments of the Executive Sponsor, Project Sponsor, Project Owner(s) and the membership of the Project Steering Committee.

UOPMO provides professional support for University’s staff who are engaged in Project Governance, Business Case Development and Project Management activities.

The project’s Business Case is supported by relevant and realistic information that provides a reliable basis for making decisions.

The University uses the New Zealand Treasury’s Better Business Case (BBC) Framework to guide development of its project business cases.

Business Cases valued >$250k (and others at the discretion of UOPMO), are developed by a UOPMO Business Case Lead who is certified in the BBC methodology, or is supervised by an accredited individual.

Business Cases valued >$500k are quality assured by either the University’s Head of UOPMO or Portfolio Manager before submission to the COO, CFO and governance bodies.

The Board, or its nominated delegates, decide when independent scrutiny of projects and project management systems are required, and implement such scrutiny accordingly.

The Executive Sponsor, as per their financial delegation, decides whether to use independent bodies for the assurance of projects under their executive direction.

The Sponsor or Executive Sponsor must be a member of VCAG. As per the Project Quality Assurance Procedure, UOPMO has the

authority to apply independent scrutiny of projects and project management systems as required.

There are clearly defined criteria for reporting project status, and for the escalation of risks and issues to the levels required by the organisation.

Risks raised throughout the project are recorded in project registers within Sentient – the University’s Portfolio Management software. All projects produce status reports fortnightly in Sentient.

Risks considered High or Very High, as per the below schedule, must be escalated to Project Steering Committees.

UOPMO coordinates risk reporting at the portfolio level, escalating risks to Programme Directors, Portfolio Governance and Executive leadership, where applicable.

Project issues and risks assessed as High or Very High are escalated to Portfolio Governance via dashboard reporting.

Any project risks that threaten the health and safety of staff, students or visitors must be reported to the Health, Safety and Compliance Committee.

Project stakeholders are engaged at a level that is commensurate with their level of importance to the organisation, and in a manner that fosters trust.

The UOPMO Stakeholder Engagement Framework guides the identification, analysis and engagement of the University’s project stakeholders. The framework is based on the International Association of Public Participation (IAP2).

Engaging Otago’s students is guided by UO’s Student Engagement Framework. This document outlines the key communication methods and tools to appropriately engage the wider UO student body.

The organisation fosters a culture of improvement and of frank, internal disclosure of project information.

UOPMO’s 3 Year Plan and associated KPIs are set against P3M3 maturity improvements.

The UOPMO Project Management Competency Framework fosters a culture of professional improvement.

University governance interacts with project roles, responsibilities, accountabilities and controls in the following way:

17

Groups Individuals

Port

folio

G

over

nanc

eEx

ecut

ive

Lead

ersh

ipPo

rtfo

lio

Assu

ranc

ePr

ojec

t G

over

nanc

ePr

ogra

mm

e M

anag

emen

tPr

ojec

t M

anag

emen

t

Documents

Vice Chancellor

COO CFO

Portfolio Reports and Dashboards

UOPMO (Project Management Office)

Office of Risk & Compliance FSD Health &

Safety Office

Project Status Reports

Governance Reviews

Escalated Risks and Issues

Escalated Safety Issues

Project Steering Committee

Programme Director

Project Management Team

Reference Groups

Executive Planning Teams

User Planning Teams

Port

folio

M

anag

emen

t Portfolio Reports and Dashboards

UOPMO (Project Management Office)

Corp

orat

e G

over

nanc

e University Council

Audit and Risk Committee

Capital Development

Committee

Finance and Budget

Committee

VCAG

Capital Development

Committee

IT Governance

BoardPortfolio Progress

Portfolio Direction

VCAG

Health & Safety and Ethics

Compliance Committee

Programme Management Team

18

PART C: PORTFOLIO GOVERNANCE

Portfolio Management is a coordinated collection of strategic processes and decisions that together enable a more effective balance of organizational change and business as usual. Portfolio Management concerns the twin issues of how to do the ‘right’ projects and programmes in the context of the organization’s strategic objectives, and how to do them correctly in terms of achieving delivery and benefits at a collective level. The Association for Project Management defines portfolio governance as:

“the selection, prioritization, and control of an organisation’s projects and programmes in line with its strategic objectives and capacity to deliver. The goal is to balance change initiatives and business-as-usual while optimizing return on investment.”

Research and practical experience indicate that a key factor behind successful portfolio management is effective governance of the portfolio, i.e. clarity about what decisions are made, where and by whom, and what criteria are used in reaching those decisions. Effective portfolio governance also means that the governance of the portfolio needs to reflect, and be consistent with, the wider organisational governance model. Portfolio decision-making should therefore be aligned with, and reflect, the wider organisational governance structure. Keys to success include:

Key Explanation Active engagement The management board (or sub-board if portfolio functions are

delegated) must make decisions regarding prioritisation of initiatives within the portfolio, and subsequently decide what action is required in response to shifts in business priorities and slippage on initiatives. This in turn requires that they are actively engaged in the process.

A senior management champion

An executive leader must champion portfolio management. Also known as Portfolio Director, they must actually do what they say in demonstrating personal commitment to the portfolio approach.

A shared vision for the portfolio

The management board should agree a compelling vision for the portfolio. This vision, along with strategic value drivers, should be widely disseminated (so managers can see how it relates to the organisation’s strategic objectives) and should be in included in portfolio delivery planning as well as the portfolio dashboard report to keep the ultimate objective at the forefront of people’s attention.

Clarity about governance Ensure the governance structures, processes, escalation routes, tolerance/control limits and roles descriptions are clearly defined and included in applicable frameworks and service delivery models.

Regular reviews of business cases and progress

Ensure that the business change lifecycle incorporates regular reviews of continued business justification and strategic alignment – both at the individual initiative level (stage gates) and for the portfolio as a whole.

Shared understanding of the governance structure and processes

Ensure that all key stakeholders have a clear and shared understanding of the governance processes and structure.

19

Otago’s Portfolio Governance Structure Best practice portfolio management states that decisions about inclusion in the portfolio and the responsibility for oversight of portfolio progress lie respectively with a portfolio direction group (PDG) and a portfolio progress group (PPG), with potentially separate committees for each portfolio segment reporting to the main board. Generic descriptions of each are included in Appendix B.

In the University of Otago’s context portfolio governance is setup as follows:

PORTFOLIO PROGRESS GROUPS (PPG)

PORTFOLIO DIRECTION GROUP (PDG)

Capital Development

Committee

IT Governance Board

VCAG

CORPORATE GOVERNANCE

University Council

SUB-PORTFOLIO PROGRESS GROUPS (SPPG)

IT Portfolio Delivery Board /

CAB

ITS PROJECTS

CONSTRUCTIONPROJECTS

Portfolio Monitoring and Reporting UOPMO has a responsibility for continuous improvement of the University’s ability to successfully implement projects. In order to measure progress, the UOPMO will monitor, review and report on the projects within the Portfolio.

• A register and accompanying dashboards will include information on all projects. • A regular reporting cycle will monitor progress against objectives. • Audits, reviews, and health checks will provide in-depth information about specific

projects or Programmes.

20

Portfolio Monitoring UOPMO has a responsibility for continuous improvement of the University’s ability to successfully implement projects, including quality assurance reviews. Quality assurance is a planned and systematic process that provides confidence that project outputs will match their defined quality criteria. It is carried out independently of the project team.

The Project Quality Assurance Procedure outlines the mechanisms through which the quality of project outputs, performance of project management processes and the ongoing viability of initiatives are monitored. Please review the Project Quality Assurance Procedure here.

A risk-based approach will be undertaken with more reviews occurring on higher-risk projects. Quality assurance review types include:

Audits

A project audit is a formal review of a project, intended to assess the extent to which project management standards are being upheld. They are a management tool used to verify compliance and enable senior management to evaluate an initiative against pre-agreed criteria.

UOPMO has the authority to initiate audits at both the initiative and the portfolio level. UOPMO will undertake regular audits by way of a sampling review (e.g. 10% random sampling per annum). Audits resulting from the need for an intervention can be undertaken in conjunction with the Office of Risk, Assurance and Compliance and/or a third party at the discretion of UOPMO.

Health Checks

A health check is different to an audit in that it does not check compliance against a standard. The aim of a health check is to understand what is going well, what is not working, and where there are opportunities for improvement. The Health Check should also determine why something is not working, to ensure that root causes are appropriately addressed.

A Health Check will consider:

• How is the project performing against its objectives? • Is the project under control? • Is there an acceptable level of risk? • Do the project status reports reflect a true and accurate picture? • What are the perceptions of the stakeholders? • Is the project on track to realise the benefits as articulated in the business case?

Stage Gate Reviews

The 3PM uses a stage gated methodology and comprises 5 stages (as shown in blue below). Details on the 3PM Methodology can be found here.

21

The stage gate methodology divides the project into distinct stages separated by decision gates. Each stage in the 3PM Methodology ends with a Stage Gate Review, the purpose of which is to ensure the project has successfully achieved all the objectives intended and relevant in the current stage, and is still on track to deliver its planned benefits, before proceeding to the next stage. Each stage has different entry criteria and exit criteria. On exiting the stage the project then moves to the gate where reviews are completed by the Steering Committee and UOPMO to either approve or decline the project moving to the next stage.

Gate reviewReview exit criteriaDecision whether to

proceed

Entry criteriaComplete agreed

entry criteria to enter stage

Activities and artefacts

Decide which are required

Consult USPO

Activities and artefacts

Complete agreed activities and

artefacts

Exit criteriaComplete agreed exit

criteria in order to enter the Gate Review

STAGE GATEGATE

With stages 1-4 Stage Gate Reviews will be completed by the Project Manager and the Project Sponsor or Project Owner with input from UOPMO and the relevant project delivery unit. Where applicable, the stage 0 Stage Gate Review will be completed by the Business Case Lead and the Project Sponsor or Project Owner with input from UOPMO.

Post-Implementation Reviews and Lessons Learned

Whilst the University of Otago is committed to undertaking a form of post project review on all registered projects, the University’s Post Implementation Review (PIR) Procedure applies to all University of Otago capital projects greater in value than $500k, and others selected at the discretion of the Vice-Chancellor and/or Chief Operating Officer. The scope of the PIR will vary based on project value, scope, scale and criticality. Please review the Post Implementation Review (PIR) Procedure here.

A lessons learned library will be maintained which allows the organisation to avoid making the same mistakes.

22

Portfolio Reporting UOPMO will maintain a project register. This register is a database of project-related information and data for active and closed projects, which will be kept for all projects. It provides a ‘whole of portfolio view’ of projects, and filters will be applied to create different reports regarding the University Project Portfolio. The register and accompanying dashboards will derive information from the University’s enterprise portfolio management system, Sentient.

Sentient, which is owned and maintained by the UOPMO, is the single source of truth for project information and status. Project status reports are created fortnightly, whilst a portfolio dashboard is available through Sentient – specifically designed to give an overview of the University’s portfolio with real-time data available at any given time. Sentient is kept updated regularly by UOPMO staff, Project Managers and members of project teams. As such, the quality of the information in the project register and accompanying dashboards will be determined by the quality of the information maintained by the Project Team.

Portfolio Reporting Requirements for Portfolio Governance

Reporting for all forms of portfolio governance takes three forms:

1. A projects register report which include projects ‘above the line’ i.e. projects that are in flight and being worked on, as well as projects ‘below the line’ i.e. projects that are queued awaiting start and/or assessment. This report lists key information on fund source, current 3PM stage, high level commentary, key milestones and key financials.

2. A portfolio dashboard which contains graphical information on portfolio forecasts and budgets, projects per 3PM stage and portfolio health assessments.

3. A library of (executive summary) project status reports extracted from Sentient for all projects over a certain budget threshold and/or deemed high risk, in in-flight 3PM stages (i.e. Plan, Deliver and Adopt). It contains information on: project details, indicators (status flags), a management summary and achievements since last report, decisions required by the PSC and next steps (for next fortnight), a financial summary, benefits, key issues, key risks, progress against key milestones, change requests.

In addition to the above reporting, an interactive portfolio dashboard is available through Sentient specifically designed to give an overview of the University’s portfolio with real-time data, available at any given time.

23

PART D: PROJECT AND PROGRAMME GOVERNANCE

Categorising a Project University Projects will vary in size and complexity, impacting their overall risk profile. Project management disciplines, project governance, and reporting requirements will vary according to the size, complexity and risk profile of the project.

The risk profile of the project should be determined by the Project Sponsor in conjunction with UOPMO and the relevant Operations Division Director (re project delivery). The project risk profile should be determined as early as possible after project initiation.

Tools are available to assist with categorising both Campus Development and IT projects:

For Campus Development projects the Campus Development Business Case Scoping Tool is available here.

For IT projects the IT Business Case Scoping Tool is available here.

Each of the aforementioned tools provides an Overall Project Risk Rating. UOPMO is available to assist staff with applying the framework to projects, however, depending on the project risk profile, the following applies:

Requirement Low Medium High

Project Sponsor Mandatory Mandatory Mandatory

VCAG member as Project Sponsor Mandatory

Project Steering Committee (PSC) Recommended Mandatory Mandatory

Status reports submitted to VCAG and CDC

Mandatory Mandatory

Executive Planning Team (EPT)

Recommended

Project Control Group (PCG) Mandatory Mandatory

Project Manager (dedicated / qualified) Mandatory Mandatory

Change Manager

Mandatory

Project Charter Brief Mandatory Mandatory

Project Management Plan Mandatory Mandatory

Benefits Realisation Plan Mandatory Mandatory

Stakeholder Change Management Plan Mandatory Mandatory

Completion Report Mandatory Mandatory

Post Implementation Review Mandatory Mandatory

Committee Minute Taking * *1 Mandatory

* Whilst full minute taking is not mandatory, Decision Logs and Action Lists must be produced and circulated by the Project Manager. This is to be agreed with the Project Sponsor. Committee’s can also agree to audio recording of the meetings, which can then be saved on the Project’s OURDrive site.

24

Project Initiation For new initiatives, even those where an estimated level of funding has been identified and ringfenced within the overall portfolio budget, business cases must be prepared and approved prior to funds being released. Approval through portfolio definition is not a substitute for a robust and compelling business case, which is the key project approval artefact.

UOPMO provides a step by step guide to developing a project business case. The process is aligned to NZ Treasury’s Better Business Cases (BBC), which is based on the UK Treasury Five Case Model. The five cases are: Strategic, Economic, Commercial, Financial and Management. Each ‘case’ covers a distinct, yet interrelated, aspect of a robust investment appraisal. When combined the cases tell a story of the proposed investment to make the business case. Please review the Business Case Framework here.

Committee Roles and Responsibilities Details on project committee roles and responsibilities are linked below:

Project Steering Committee (PSC) Project Control Group (PCG) Executive Planning Team (EPT) User Planning Teams (UPT) Reference Group

Individual Roles and Responsibilities Details on individual project roles and responsibilities are linked below:

Project Sponsor Project Owner PSC Chair Project Manager Project Team Change Manager Business Case Lead Programme Director

Project and Programme Governance Structures All University projects and programmes will have a standard underlying structure which provides strong governance according to this framework. UOPMO can assist the Project/Programme Sponsor and the Project/Programme Manager to tailor this structure to their initiative.

The following project structure can be used as a guide to inform University project organisations. A bespoke structure may be required for projects >$2.5m, or that involve multiple-agencies. Project/Programme Sponsors and Project/Programme Managers should contact the UOPMO for support in this instance.

25

PROJECT STEERING COMMITTEE

PROJECT MANAGEMENT

ASSURANCE

EXECUTIVE MANAGEMENT

UOPMO

PORTFOLIO PROGRESS

Strategic Finance – Business Case

Financials

Procurement and Licensing

Head of RAC Director of H&SHead of UOPMOSenior Manager

HR Change Management

Project Manager

Project SponsorProject Owner(s)

Change Manager

Non-voting members

Executive Sponsor

VCAG member

EXAMPLE REFERENCE GROUPS

EXAMPLE STAKEHOLDERS ON PSC

IT Governance Board

PORTFOLIO DIRECTION

Capital Development

Committee

VCAG

Asset Management Committee

Shared Services Board

Web Advisory Committee

StaffStudents Member FSD Programme Director

26

Campus Development Specific Project Governance Structures The below diagram outlines a standard governance structure which can be tailored to suit Campus Development projects of all sizes and risk profiles. For some projects a more complex structure is required, although the standard structure is still apparent. An example of a more complex structure is outlined in the second diagram.

Points to note about this structure:

For larger projects which have many User Planning Teams (UPTs) or reference groups, an Executive Planning Team (EPT) an Organisational Change Manager is required. Each of these roles is explained more fully in the following sections.

The responsibility for Health and Safety is written into specific role descriptions. However, it is stated here for the sake of clarity, Health and Safety is the responsibility of each committee and individual outlined in the framework.

Standard CD Governance Structure

Executive Planning Team (EPT)

Project Manager Organisational Delivery

User Planning Teams (UPTs) Reference

GroupsStudent Group (mandatory)

Project Teams

University of Otago Council

Capital Development Committee (CDC)

Project Steering Committee (PSC) including Project Sponsor and

Project Owner

Project Manager

Project Control Group (PCG)

VCAG

Executive Management: COO, PVC, DVC

Added for more complex project

Standard Structure

27

Complex CD Governance Structure

Project Owner

Project Manager – Organisational Delivery

User Planning Teams

Student Group (mandatory)

Reference GroupsHeath & Safety

AccessibilitySustainability

Security/ProctorMaori/Cultural

Marketing/Communications

Strategy & Planning

University of Otago Council

Capital Development Committee (CDC)

VCAG

Executive Management: COO, PVC, DVC

Project Steering Committee (PSC) including Project Sponsor

Property ServicesFacility Manager

ComplianceProperty Manager

Asset ManagerCustodial Services

ITS

External Consultant Project Manager (optional)

Design Team Other Consultants Contractors

Executive Planning Team

CD University Project Manager

Project Manager ITS (optional)

Project Stakeholders A Stakeholder is any individual, group, or party that has an interest in the project and its outcomes. Stakeholders can influence the success of a project, and should be engaged at the right time, in the right way to ensure their relationship with the project remains constructive – ideally supportive.

The University has identified the following groups as Key Stakeholders to its operations:

Alumni Business, Industry and Commercial Enterprise Central Government and its Agencies Employer and Professional Groups Higher Education and Research Organisations Local Government and Community Ngāi Tahu and other Iwi Partners Pacific Peoples Staff Students Other Strategic and Collaborative Partners

28

Projects must ensure that relevant Key Stakeholder interests are represented in project decision making, be that through internal or external representation on decision making bodies or advisory groups. The University's approach to stakeholder engagement on projects, the six key principles that should always be applied when engaging with stakeholders, and approach to categorising stakeholder levels of engagement are detailed further in its Project Stakeholder Engagement Framework here.

Project Documentation and Reporting Effective project governance relies on timely and accurate monitoring and reporting of project progress and performance. This section is designed to be a reference guide for projects when establishing a reporting structure. It should also be useful to existing projects as a check of the robustness of their reporting.

Project Management Tools / Systems Project Managers will naturally use a range of tools to manage different aspects of their projects. This framework recognises that Project Managers must be able to be able to use the tools which are fit-for-purpose and appropriate to their specific situation. However, the use of certain tools and systems for specific activities is mandated under this framework and the University’s 3PM Methodology. These are detailed below.

Sentient

Sentient is the University’s project portfolio management (PPM) system that helps track and report on projects within its wider portfolio. Sentient is owned and maintained by the UOPMO.

Sentient is the single source of truth for project information and status. Sentient must be kept up to date by Project Managers. Project status reports are submitted fortnightly and are the basis for reporting to project level governance (i.e. project steering committees). Project status reports contain information on: project details, indicators (status flags), a management summary and achievements since last report, decisions required by the PSC and next steps (for next fortnight), a financial summary, risks, issues, milestones, benefits and change requests.

Sentient is also used as a document repository for key project audit information such as:

Strategic Assessment approvals; Feasibility Funding approvals; Business Case approvals; Change requests to approved budget or benefits; Project Completion Reports; Post Implementation Reviews; Post Occupancy Evaluations; Benefits Realisation Reviews; Relevant memos from Portfolio Governance bodies.

29

3PM Artefacts / Deliverables

The 3PM Methodology is a framework of actions and deliverables based on principles and concepts drawn from industry best practice. It provides a standard approach to University of Otago project management for project professionals. It has been tailored / designed to cater for all University projects, providing a list of “must complete” artefacts to help set the project up for successful outcomes and benefits realisation.

Other Tools / Systems

Any additional project management tool which is adopted must be compliant with the aspects of project management governance which are outlined in this document. Any systems should also comply with other University policies such as privacy and information security. Project Managers are responsible for ensuring that there is a direct correlation between systems adopted by the Project Team and other reporting systems (for example, Sentient, Finance 1, Aconex, Jira, MS Teams) and the information in the project’s OURDrive site. This will ensure that data sets used for reporting at all levels are consistent and accurate.

Required Project Record Keeping A complete set of project-related information and data must be kept for all projects (project proposals, active projects, and closed projects).

Project documents are maintained by the Project Manager in the project OURDrive site. A full set of project documents is required to support audits, health checks, reviews and

post-implementation reviews. Certain documents must be saved in their original form to ensure a clear and accurate

history of the project. When a project is closed, this site will be archived as ‘read only’ for long term retention.

Project OURDrive Site

Projects create a large quantity of information (documents and other project records). The University OURDrive system provides a secure location for all project information. Each project will have an OURDrive site where current project documents and other project records will be kept.

The OURDrive project site must provide a full historical record of the project and will form the basis of audits, health checks, reviews, and post-implementation reviews. The Project Manager is responsible for ensuring the relevant OURDrive project site is kept up to date for their active projects. The OURDrive project site must also be updated on achievement of significant project milestones and where final version project artefacts / deliverables are approved (including those are facts mentioned above under the Sentient section).

In some circumstances, a project may need to store draft records or documents in an alternative site for convenience or efficiencies (for example Aconex or Microsoft Teams). It is important that this arrangement is agreed with the UOPMO to ensure that critical documents have a long-term archival strategy, and that other parties have access to the information they need. Regardless, final versions of key 3PM deliverables must be stored on OURDrive as well as any contracts.

30

Health and Safety Reporting Given the serious nature of Health and Safety, escalated safety issues can be escalated through both operational management, project and organisational governance paths.

The reporting will be through two mediums:

• PSC Reports • The University’s Health and Safety management system.

Conflict of Interest Reporting Projects are required to comply with the University’s conflict of interest policies and procedures. Advice and support in this compliance can be sought from the Head of Risk, Assurance and Compliance. The Office of Risk, Assurance and Compliance maintains a formal register which declares all such interests, particularly pecuniary interests.

University Council

VC Audit & Risk Committee

Health Safety and Ethics Compliance

VCAG

Head Health Safety Compliance

COO WPH&S Committee

Project Steering Committee

Director PSD

Manager CPU Construction H&S Manager

Project Managers

31

PART E: ACHIEVING COMPLIANCE

P3M3 Maturity Assessment P3M3 (also known as the Portfolio, Programme and Project Management Maturity Model) is an industry standard maturity model looking across an organisation at how it delivers its projects, programmes and portfolio(s). P3M3 is unique in that it looks at the whole system and not just at the processes.

In August 2017 Pricewaterhouse Coopers were engaged to undertake a P3M3 maturity assessment of the University. Overall, the majority of practices were classified at Level 2, which represents a basic or ‘Repeatable’ process.

Globally, 80% of PMOs operate below Level 3. The University’s goal is to Achieve Level 4 Project Management Maturity. According to Gartner, bridging the gap from level 2 to 3 and beyond will require a focus on value (benefits) and better Portfolio Management.

The University’s Project Governance Framework will support the University achieve this goal, although this is dependent on the capability and cooperation of its project staff.

Supporting Staff to Comply The University assumes that most staff want to comply with its internal project governance framework - staff want to do the right thing, at the right time, in the right way. The University’s approach to compliance is therefore less about policing and punishment, and more about creating an environment where project staff have clear instruction, support and incentives to encourage voluntary compliance at all times.

However, where project staff have clearly side-stepped University or project policies and procedures, the University will act quickly to reprimand this behaviour in a manner proportionate to the concern.

The COO is accountable for the University’s compliance with its project governance framework.

UOPMO is responsible for delivering a range of approaches to encourage compliance with the framework. The key principles the UOPMO follow are:

1. Make it Easy

Ensure UO’s project governance information is timely, easy to understand, easy to find

Incoming or new project staff should be provided with a comprehensive induction to the University and its project environment. This should be supported with appropriate materials provided in their first week that fully orient them to the governance framework and what they need to know and do to be compliant in our project operating environment.

Templates and additional guidance that is available on OurDrive will be regularly reviewed to ensure it is clear, consistent and easy to navigate. Materials or guidance that become obsolete overtime will be removed.

32

Inaugural Project Steering Committee Meetings will be supported by UOPMO educational sessions that provide guidance on the roles and responsibilities of PSC members and will cover relevant content of the Project Governance Framework.

UO project processes, e.g. Business Case development, will be communicated to all Project Managers to ensure consistency across project practice.

Ensure all project governance templates default to a fully compliant model

As a general rule, project management should be tailored so that it is proportionate to the project’s size and risk. However project templates can be automatically populated with content that proposes from the outset, a fully compliant project governance approach. This reduces the likelihood that Project Managers will deviate from compliant practice by accident, assuming the psychology of norms.

Projects that require less project governance based on their size or significance will need to be intentionally tailored by the Project Manager. This will encourage project governance to be more robust than less, as deviation will be built in as exception.

2. Project Management Support

Create Project Management checklists

Ensure Project Managers have access to a comprehensive checklist of activities and artefacts to be delivered at the end of each stage, and make these checklists available as early as possible to ensure their delivery is anticipated and planned.

Share best practice regularly

Use the UOPMO’s Community of Practice to promote and encourage Project Governance compliance, using real case studies from UO projects to demonstrate governance in practice.

Ensure that staff engaged in compliant projects are sufficiently recognised.

Provide continuing professional development opportunities

Ensure that timely and appropriate learning and development opportunities are available for project staff that is relevant to their professional area, or in areas that require further support.

Ensure that project staff who are struggling, receive appropriate attention as quickly as possible.

3. Accountable staff

Non-compliance with the University’s Project Governance framework will always be a risk, especially when there are financial incentives to do so. Ensure that staff who are wilfully non-compliant with the University’s Project Governance framework are proportionately reprimanded.

33

Doing so, not only moves to correct that individual or group’s behaviour but encourages and justifies continued compliance by project staff who already are.

4. Routine monitoring

Routine project audits will be scheduled to ensure projects are sufficiently compliant with this framework. This encourages staff to comply with the University’s project governance framework as a way to avoid negative attention, but it also provides opportunities for the UOPMO to provide support and direction to project staff who are unintentionally non-compliant. It also ensures that UOPMO is sufficiently aware of structural or systemic reasons for non-compliance and have opportunities to address this proactively.

Staff Capability

Approach to Building Capability UOPMO has developed an approach to Learning and Support to build knowledge and skills across three project knowledge areas: Project Governance, Business Case Development and Project Management.

The framework is based on Modern Learning Ecosystem (MLE)™ which deliberately moves away from using individual, siloed ‘one-off’ training solutions to an ‘ecosystem’ which comprises of many learning and development options that support the ways project staff work and learn. It emphasises the importance of integrating learning into the day-to-day project work, encouraging staff to pull these resources as and when required.

The framework consist of six levels of support;

Shared Knowledge: Ensures that staff have quick, simple access to critical documentation and information about relevant University project management processes.

Performance Support: Project staff have an easy way to ask for assistance when they cannot solve a problem themselves, e.g. internal advice, internal social media

Reinforcement: Providing focus on specific topics within the larger shared knowledge base that they need to use immediate action, e.g. emails, newsletters, ezines, training bursts etc.

Coaching: Supporting project staff through observation of behaviour and targeted coaching.

‘Pull’ training: Structured learning experiences for employees who want to enhance their skills but cannot do so without additional guidance e.g. eLearning, classroom based training.

‘Push’ training: Last resort training, reserved for complex topics, inexperienced employees or regulatory requirements e.g. eLearning, courses .

34

The University Suite of Project Management Learning and Support

35

GLOSSARY OF TERMS

Approve/Approval The act of formally confirming, sanctioning, ratifying or agreeing to something.

Benefits Leakage The percentage of total benefits promised in a project’s Approved Business Case which the project fails to deliver at completion.

Business Owner Another term for Project Owner.

CAWSEP Previous term for Business Case.

Consultant Project Manager

An external Project Manager appointed by the University.

Executive Planning Team (EPT)

A group formed for complex projects to deal with operational and design-related issues.

FF&E Furniture, Fittings and Equipment.

Governance The framework by which an organisation is directed and controlled (also refer to project governance).

ISO21500 International Standard on Guidance on project management.

Issue An event that has happened that may impede the achievement of the project objectives if not resolved.

IT Assets Software, hardware and network infrastructure fixed assets.

ITS Acronym for the Information Technology Services Division.

Methodology A system of practices, techniques, procedures and rules used by those who work in a discipline.

Organisational Delivery Project Manager

A senior person who is well-positioned to maintain a service outcome focus for the project, and acts as the agent of the Project Owner on a day-to-day basis. Also known as the Project Champion.

OURDrive University of Otago’s SharePoint-based document and records management system.

Portfolio A Portfolio may include any number of Projects, Programmes, Sub-Portfolios and Operations, from the same or different business units of the organisation, managed as a group to achieve strategic objectives.

Programme A temporary, flexible organisation created to co-ordinate, direct and oversee the implementation of a set of related projects and activities in order to obtain befits and control not otherwise available from managing them individually. Programmes may include elements or related work outside of the scope of the discrete projects in the programme.

Also can refer to the time schedule of a project.

Project A temporary work effort undertaken to create a unique product, service or result.

Project Champion See Project Owner.

36

Project Control Group (PCG)

The primary working group which coordinates the management of the project on a day-to-day basis from start to completion.

Project Director The Project Director provides the Project Manager with the specialist resources and skills necessary to develop and/or deliver a project to an agreed Scope, quality, schedule and budget.

Project Governance Governance is the framework by which the organisation directs and controls its projects. Project governance includes, but is not limited to, those areas of organisational governance that are specifically related to project activities.

Project Life Cycle

A collection of generally sequential Project Phases whose name and number are determined by the control needs of the organisation involved in the project.

Project Management The application of knowledge, skills, tools and techniques to project activities to meet the project requirements.

This term is often used in a context which includes the management of not only Projects but also Programmes and Portfolios.

Project Management System

An information system that contains the tools and techniques used to gather, integrate and disseminate the outputs of project management processes.

Can also refer to the aggregation of the processes, tools, techniques, methodologies, resources and procedures to manage a project.

Project Management Plan

A formal, approved document that defines how the project is executed, monitored and controlled. It may be summary or detailed and may be composed of one or more subsidiary management plans and other planning documents.

Project Manager (PM) The person assigned by the performing organisation to achieve the project objectives.

Project Owner A senior person representing the body for whom the project is being undertaken (typically an operational manager) who will manage the operational (BAU) aspects of the project solution and who is best positioned to achieve the benefits of the project.

Project Phase A collection of logically related project activities, usually culminating in the completion of major deliverables.

Project Register A database of project-related information and data which is kept for all active and closed projects.

Project Sponsor The Project Sponsor has accountability and responsibility for a project, and acts as the link between the management of a project and the organisation’s senior executive (Vice Chancellor), senior executive body (VCAG) and University Council sub-committees.

Project Steering Committee (PSC)

The key body within the Project Governance structure which is responsible for the business issues associated with the project that are essential to ensuring the delivery of the project outputs and the attainment of project outcomes.

37

Project Team All the Project Team Members, including the Project Management Team, the Project Manager and the Project Sponsor.

Project Team Members

The persons who are responsible for performing project work as a regular part of their assigned duties.

Project Working Party (PWP)

A previous term for Project Steering Committee (PSC).

Risk An uncertain event or condition that, if it occurs, will have a positive or negative effect on the project’s objectives.

Risks are potential events that could lead to issues.

Risk Register A document containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response planning. The Register details identified risks including description, category, cause, probability of occurring, impact on project, proposed responses, owners and current status.

Scope The sum of the products, services and results to be provided as a project.

SharePoint SharePoint is a web application platform in this instance used to implement OURDrive.

Stakeholder Person or organisation that is actively involved in the project or whose interests may be positively or negatively affected by execution or completion of the project. For ease of management, stakeholders can be grouped into (i) high influence / high importance, (ii) high influence / low importance, (iii) low influence / high importance and (iv) low influence / low importance.

User group See User Planning Team.

User Planning Team (UPT)

A group including faculty, students or other occupants of the proposed building / users of the proposed system. Also known as user groups.

38

APPENDIX A - CAUSES AND CONSEQUENCES OF PROJECT GOVERNANCE FAILURE

A good governance framework and structure does not guarantee good outcomes, however, the lack of a framework, or a bad structure, is known to diminish the likelihood of project success. Reviews and case studies into the major causes of project failure place governance related failures into two categories:

Inadequate project governance structure. Unclear or poorly defined roles, responsibilities and accountabilities.

More specific causes of governance failure are:

Excessive, or inappropriate committee membership. Weak leadership or lack of Governance skills. Poor Project Team cohesion leading to confusion, team turn-over and low morale. Lack of understanding of the project governance role by the project team. This results in

inadequate or inappropriate support for effective project governance (e.g. lack of transparency, poor communication, withholding of ‘bad news’).

Lack of considerations of whole-of-life impacts on project decisions (e.g. decisions made to reduce initial project costs by compromising sustainability, or increasing future operational costs).

Confusion between the project and organisational decision-making structures. Committees can be overly risk-averse, insisting on consensus in decision making, which

can in turn: - Result in delays. - Compromise outcomes through unnecessary input from peripheral interests. - Distract from the best value result by reducing the impact of the essential facts. - Confuse accountability for the decision. - Failure to communicate fully and appropriately on a timely basis. - Failure to specify or accept decision-making authority and responsibilities. - Indecision, lack of project direction and control.

If Governance issues are left unchecked, projects risk the following outcomes:

Non-alignment of key stakeholders. Cost and time over-runs. Inappropriate probity practices. Over emphasis on rote reporting, reducing meetings to status updates rather than

appropriate decision-making. Poor contract management. Failure to deliver benefits to the organisation.

39

APPENDIX B - PORTFOLIO GOVERNANCE BOARD DESCRIPTIONS

PORTFOLIO DIRECTION GROUP (PDG)

aka Investment Committee

PORTFOLIO PROGRESS GROUP (PPG)

aka Change Delivery Committee

Role purpose This is the governance body where decisions about the inclusion of initiatives in the portfolio are made. No initiative should be included within the portfolio of funded without its approval.

Role purpose This is the governance body responsible for the monitoring of respective portfolio progress and resolving issues that may compromise delivery and benefits realisation.

Responsibilities Agree the portfolio management framework. Agree the processes contained within the

portfolio definition cycle and ensure that they operate effectively.

Approve changes to the practices within the portfolio definition cycle.

Approve the portfolio strategy and delivery plan.

Receive investment appraisal and portfolio prioritisation reports and decide on the scope and content of the portfolio.

Ensure the portfolio is suitably balanced. Ensure that resources are allocated

appropriately. Ensure that the portfolio development pipeline

contains sufficient pre-flight initiatives (concept and evaluate stages) and that initiatives progress through the pipeline at adequate speed.

Undertake regular portfolio level reviews to assess progress and confirm that the portfolio remains on course to deliver the desired strategic benefits and outcomes.

Review recommendations from the PPG and make decisions accordingly.

Ensure that any conflicts between portfolio delivery and BAU that cannot be resolved by the PPG are addressed effectively.

Promote collaborative working across the organisation.

Undertake periodic review of the effectiveness of portfolio management within the organisation and take appropriate action where required.

Responsibilities Agree the processes contained within the

portfolio delivery cycle and ensure that they work effectively.

Approve changes to the practices within the portfolio delivery cycle.

Ensure that all programmes and projects comply with agreed delivery standards.

Monitor delivery of the portfolio delivery plan (via the portfolio dashboard) including: - Monitor spend against profiled budget. - Review underspend / unallocated funding

and approve reallocation and/or return.2 - Ensure effective action is taken to address

budgetary overspends. - Where underspend occurs take prompt

action to recommend reallocating funds to other initiatives in the development pipeline.

- Review and resolve key portfolio level issues.

- Ensure risks and dependencies are effectively managed.

- Ensure that limited resources are managed effectively and efficiently.

Approve communications on portfolio progress.

Where justified, make recommendations to the PDG for initiatives to be included in the portfolio, put on hold, or terminated.

Escalate issues that can’t be adequately resolved to the PDG.

Undertake periodic review of the effectiveness of portfolio delivery within the organisation and take appropriate action where required.

Raise, discuss and where appropriate resolve concerns with the pipeline of business cases that are in development, or awaiting approval.

Monitor and approve change requests that impact cost and the benefits forecast.

2 As a standard, unused funding allocated to projects is always returned to the portfolio. These funds may be re-allocated later, but that is a separate independent step.

40

APPENDIX C - STUDENTS’ ASSOCIATIONS

Muslim Students’ Association otagomusa.org

Otago Cook Islands Students’ Association fitth496@student.otago.ac.nz

Otago Filipino Student Association facebook.com/OtagoOFSA

Otago Iranian Students otago.isa@gmail.com

Otago Korean Students’ Association josephyoseob@gmail.com

Otago Malaysian Students omsa.org.nz

Otago Samoan Students' Association facebook.com/officialOSSA

Otago Students Geological Society facebook.com/groups/osgeolsoc

Otago University Chinese Students’ Association facebook.com/groups/oucsa2015

Otago University Commerce Students (COMSA) comsa.org.nz

Otago University Medical Students’ Association (OUMSA) oumsa.org

Otago University Postgraduates’ Society otagopostgrads.wordpress.com

Otago University Sri Lankan Students Association ouslsa.org.nz

Otago University Students’ Union (OUSA) ousa.org.nz

Pakistan Student Association zainjavaid0@gmail.com

Science Community of Otago (ATOM) atom.otago@gmail.com

Science Students’ Pacific Island Association sspiaexec@outlook.com

Society of Otago University Law Students (SOULS) soulsotago.com

College of Education Students' Association facebook.com/UOCESA